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Soft and Hard Models of Human Resource Management: A Reappraisal.

Truss, Catherine, Gratton, Lynda, Hope-Hailey, Veronica, McGovern, Patrick, Stiles, Philip (1997) Soft and Hard Models of Human Resource Management: A Reappraisal. Journal of Management Studies, 34 (1). pp. 53-73. ISSN 0022-2380. (doi:10.1111/1467-6486.00042) (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided) (KAR id:25691)

The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided. (Contact us about this Publication)
Official URL
http://dx.doi.org/10.1111/1467-6486.00042

Abstract

Two of the most widely adopted models of human resource management are

nature and managerial control strategies. The hard model is based on notions

Theory X, while the soft model is based on control through commitment and

cannot both properly be incorporated within a single model of human resource

Eight in-depth case studies were carried out, involving questionnaires,

practising either form of HRM. We found that no pure examples of either

frequendy embraces the tenets of the soft, commitment model, while the

similar to the hard model. This distinction between rhetoric and reality

needs to be taken into account in conceptualizations of human resource management.

Item Type: Article
DOI/Identification number: 10.1111/1467-6486.00042
Subjects: H Social Sciences > H Social Sciences (General)
Divisions: Faculties > Social Sciences > Kent Business School > Industrial Relations/HRM
Depositing User: J. Ziya
Date Deposited: 30 Sep 2010 13:37 UTC
Last Modified: 28 May 2019 15:46 UTC
Resource URI: https://kar.kent.ac.uk/id/eprint/25691 (The current URI for this page, for reference purposes)
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